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HR structure and HR knowledge transfer between subsidiaries in China

HR structure and HR knowledge transfer between subsidiaries in China Purpose – This paper attempts to examine the issue concerning human resource (HR) structures and the transfer of HR knowledge to discover whether and how HR structure facilitates the transfer of HR knowledge between subsidiaries of an MNC in China. Design/methodology/approach – The investigation, being of an exploratory nature, follows the tradition of a grounded approach. The paper is based on an empirical study of 22 individual HR professionals from 21 Chinese subsidiaries of MNCs. Data were collected through semi‐structured interviews conducted between January and April 2004 and a grounded analysis was carried out with the assistance of Nvivo software. Findings – The forms of HR structures, especially China centre‐led HR structures, have created an opportunity for developing HR learning networks for sharing HR knowledge amongst sister‐subsidiaries and between the subsidiary and the China centre. These forms of HR structure have also provided an essential foundation for wide collaboration between subsidiaries, and further for creating a knowledge‐sharing culture to facilitate HR knowledge transfer. Research limitations/implications – The findings on HR structure and the transfer of HR knowledge have implications for understanding the organisational structure and inter‐subsidiary knowledge transfer. Originality/value – There is little previous research on HR structure, the transfer of HR knowledge in China, and the link between them. This paper addresses this gap and seeks to contribute to the literature. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

HR structure and HR knowledge transfer between subsidiaries in China

Cindy Wang‐Cowham
The Learning Organization , Volume 15 (1): 19 – Jan 11, 2008
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References (58)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470810842501
Publisher site
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Abstract

Purpose – This paper attempts to examine the issue concerning human resource (HR) structures and the transfer of HR knowledge to discover whether and how HR structure facilitates the transfer of HR knowledge between subsidiaries of an MNC in China. Design/methodology/approach – The investigation, being of an exploratory nature, follows the tradition of a grounded approach. The paper is based on an empirical study of 22 individual HR professionals from 21 Chinese subsidiaries of MNCs. Data were collected through semi‐structured interviews conducted between January and April 2004 and a grounded analysis was carried out with the assistance of Nvivo software. Findings – The forms of HR structures, especially China centre‐led HR structures, have created an opportunity for developing HR learning networks for sharing HR knowledge amongst sister‐subsidiaries and between the subsidiary and the China centre. These forms of HR structure have also provided an essential foundation for wide collaboration between subsidiaries, and further for creating a knowledge‐sharing culture to facilitate HR knowledge transfer. Research limitations/implications – The findings on HR structure and the transfer of HR knowledge have implications for understanding the organisational structure and inter‐subsidiary knowledge transfer. Originality/value – There is little previous research on HR structure, the transfer of HR knowledge in China, and the link between them. This paper addresses this gap and seeks to contribute to the literature.

Journal

The Learning Organization – Emerald Publishing

Published: Jan 11, 2008

Keywords: Human resource strategies; Knowledge transfer; Multinational companies; Subsidiaries; China

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